Delivery of vision, mission and purpose

The board should set the high level strategy and vision of the organisation and ensure that it is followed without becoming involved in the operational delivery

Creating a strategic plan can be a challenging task and one which often gets taken on by one or two enthusiastic individuals. As organisations grow and develop they will have different challenges when it comes to creating a strategic plan.

It is important that the strategic plan is developed in partnership with staff, stakeholders and participants so that everyone buys into the direction the organisation is taking. Too often the consultation is left to the last minute or forgotten altogether.

For a strategic plan to be effective it needs to mean something to everyone and the best way for this to happen is for everyone to be given the chance to contribute. The logistics of making this happen shouldn’t be a barrier to the principle.

It is also important that the strategic plan is a plan for your organisation and is not a construct of various funding agreements. Your strategic plan should reflect funding requirements but it shouldn’t be hinged on them solely.


Practical considerations:


  • Putting the participant at the core of the mission of the organisation.
  • Identifying the values of the organsiation to feed into the strategy.
  • Ensuring the values include inclusivity and diversity.
  • Conducting a strategic review.
  • Creating a strategic plan in consultation with staff and other stakeholders (particular participants) which sets a vision of what the sport, recreation, activity or organisation is planning to achieve that is separate from funding agreements.
  • Creating appropriate committees which will be given delegated authority, such as reviewing budgets and operational plans.
  • Delegating operational issues outside the board room to individuals with a remit to deliver the operational functions.
  • Ensuring there are sufficient resources available to deliver the strategic plan and comprehensive risk register is in place to identify any risk to achieving the plan.
  • Ensuring appropriate business planning tools are in place.
  • Ensuring sufficient resources are available to deliver the strategic plan.
  • Keeping member and participant focussed in order to adapt to changig society.

 

 

 

 

 

 

 

The role of good governance within The British Sub-Aqua Club (BSAC) has led our board to concentrate on leading and providing strategic direction for BSAC.

By following this process, we have moved away from managing operational issues allowing our teams of staff and volunteers to do this effectively.

As a result, BSAC has seen growth, innovation and has become a more customer/member focussed organisation. 

Mary Tetley, Chief Executive, British Sub-Aqua Club

 

 

 

 

 

 

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